This document outlines a process excellence (PX) approach for an organization. It recommends establishing an executive sponsor and champion to define the vision and strategy. A senior PX consultant would manage improvement initiatives and mentor trained colleagues. The goals are to strengthen operations, transform business models, build the enterprise, and steward resources. Success is measured through improved customer satisfaction, standardized processes, operational excellence, and financial savings. The approach involves training colleagues and embedding continuous improvement into the organizational culture.

1. Process Excellence (PX) Approach
ITIL Foundation Handbook – figure 6.1

2. Where to begin?``
 What does success look like?
 What do we need to do?
 How should we approach it?
 What is the vision, strategy? objective?

3. Strategic Focus Areas
1. Strengthen the Operating Model
2. Transform Business Models
3. Build an Enterprise
4. Steward Resources
5. Attract, Retain and Develop Great Leaders and
People
3

4. Structure for Success:
Top Down ApproachExecutive
Sponsor
Champion
Sr. Process Excellence
Consultant /CSI
Manager
Process Excellence
Consultant
Trained Colleagues

5. Organizational Structure
• Executive Sponsor (Role) – Defines Objectives & Strategy
• Champion (Role) – Supports the Vision & Removes Barriers
• Finance Representative (Role) – Provide Assistance and Support Validating
Project’s with financial Savings
• Sr. Process Excellence Consultant/CSI Manager (Full Time Position) -
Experienced Black belt – Manage all Improvement Initiatives – Lead/
Facilitate; Monitor Data, Goals; Support PX Consultants & Mentor Trained
Colleagues (e.g. Green Belts)
• Process Excellence Consultant, (Full Time Position) – Black belt -
Lead/Facilitate Projects & Events to Support Vision/Goal/Strategy
• Trained Colleagues, (Role) – Green belts - Lead projects part time within
their functional Area

6. Structure for Success:
Focus on Strategic Plan
Executive Sponsor
Champion
Sr. Process Excellence
Consultant /CSI Manager
Process Excellence
Consultant
Trained TIS Colleagues
• Process Excellence Initiatives should
support the high-level business strategy
& objectives
• Goals should be set for PX during the
beginning of the Fiscal Year.
• Progress is tracked and validated
throughout the year
• Process Excellence will need support
from Finance for those projects with
financial savings
Finance
Representative

7. Roles & Positions
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FINANCE REPRESENTATIVE
• Partner with Process Excellence &
Champions as financial consultant
• Assist w/ cost/benefit analysis, financial
validation, & reporting
CHAMPIONS
• Vision & Strategy
• Remove barriers for
process initiatives
• Identify and prioritize
projects
PX CONSULTANTS
• Full-time position
• Methodology experience
• Lead cross-functional teams &
Facilitate events
• Execute Projects
• Culture Change Agent
TRAINED COLLEAGUES
• Part-time role
• Extend reach of PX Consultants on
projects
• Take on projects of their own
• PX focal for their functional area
• Support PX culture growth
• Utilize PX skills in daily work
• Career path development
PROCESS OWNERS
• TIS Management
• Make project suggestions
• Implement solutions
• Ensure improvements are captured and
sustained
• Support PX culture growth
• Recommend colleagues for PX Training
EXECUTIVE SPONSOR
• Global strategy/vision development
• Support development of PX skills
• Infrastructure support
ALL COLLEAGUES
•Understand the vision of PX
•Support improvement projects
•Apply PX concepts
SR PX CONSULTANT/CSI MANAGER
• Full-time position
• Methodology expert
• Lead cross-functional teams &
Facilitate events
• Mentor Trained Colleagues
• Support Consultants
• Responsible for:
•Infrastructure
•Data Tracking
•Results Metrics
• Support project selection
• Execute Projects
• Culture Change Agent

8. PX makes a difference
 Identify & Communicate the Key business drivers for
implementing Process Excellence:
 Improved Customer Satisfaction
 Improved Colleague Satisfaction
 Standardized Business Processes
 Operational Excellence
 Improved Process, Performance, Quality
 Savings:
 Soft: Reduce Waste, Rework & Defects; Increase Productivity
 Hard: Financial impacts to bottom line (expense reduction, revenue
increase….)

9. High Level IS Balanced Scorecard
1.0 Strengthen the Ministry
1.1 Lower Information Security Risk
1.2 Increase Degree of Standardization Across Portfolio
1.3 External Audit
2.0 Transform our Business Models
2.1 Deliver Strategic & Routine Projects On Time
2.2 Deliver Strategic & Routine Projects Within Budget
2.3 Deliver Strategic & Routine Projects Within Scope
2.4 Deliver New Projects with Consistent Platform Components
3.0 Build an Enterprise
3.1 Achieve Operating Performance
3.2 Customer Satisfaction
3.2 Implement SLAs for Core Processes & Core Application Availability
4.0 Steward Resources
4.1 Demonstrate Return/Payoff from Investments
4.2 Execute Capital Plan
5.0 Attract, Develop & Retain Great Leaders & People
5.1 Improve Colleague Engagement
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• Improve processes,
performance, & quality
• Financial Savings
(Reduce Expense,
increase revenue)
• Trained Colleagues –
Career Path

10. Build Culture of Improvement
• Embed PX into how we do business
• Identify Executive Sponsor & Champion
• Establish Improvement Goals:
• PX Overall
• Per department (get skin in the game)
• Individual PA goals
• Development path:
• Retain colleagues with career growth opportunities & Training
• Colleague Training - leads to continuous project work
• Recognition & Reward
• Data Driven decision making